healing foundation annual report 2015 / 2016 · the healing foundation supports the development of...

H E A L I N G F O U N D A T I O N

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Healing Foundation I ANNUAL REPORT 2015 – 2016

CONTENTS

MESSAGE FROM THE CHAIRPERSON 5

MESSAGE FROM THE CEO 7

OUR HEALING WORK 9SUPPORTING OUR STOLEN GENERATIONS 13

COMMUNITY HEALING STRATEGY 16

HEALING FORUMS AND CENTRES 17

HEALING FOR OUR MEN 19

TRAINING AND KNOWLEDGE CREATION 20

COMMEMORATING THE APOLOGY 22

OUR PUBLICATIONS AND ONLINE ENGAGEMENT 26

OUR WAY OF GOVERNANCE 29

FINANCIAL STATEMENTS 31

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A N N UA L R E P O R T 2015 / 2016

Aboriginal and Torres Strait Islander Healing FoundationABN 92 140 312 385

Unit 11 (Level 2), 11 National Circuit Barton ACT 2600PH: 02 6124 4400

Copyright: This work is copyright and may not be reproduced either in whole or part without the prior written permission of the Healing Foundation unless for the purposes of the Healing Foundation. ISBN: 978-0-9941578-4-3 The Healing Foundation gratefully acknowledges the financial support of the Australian Commonwealth Government. We also acknowledge collaboration with agencies of the state and territory governments of New South Wales, Victoria, South Australia, Western Australia, Northern Territory, and Queensland.


MES SAGE FROM THE CHAIRPERSON The Healing Foundation’s work over the last 12 months has filled me with tremendous optimism. Our organisation is working alongside communities to deal with trauma and our people are healing. As a Stolen Generations descendent and former social worker I am well aware of the devastating impact trauma continues to have on our families and communities.

Over thousands of years Aboriginal and Torres Strait Islander people have developed culturally effective systems to heal trauma and loss. The Healing Foundation’s work is reconnecting Aboriginal and Torres Strait Islander people to these systems.

Our work continues to support Stolen Generations members, men, women, young people, families and communities. In only six years the Healing Foundation has provided funding to over 100 community organisations to lead and develop healing projects. We have established an impressive body of evidence with over 20 evaluations and publications and assisted more than 20,000 Aboriginal and Torres Strait Islander community members in their healing journeys.

This year we assisted over 200 Aboriginal and Torres Strait Islander practitioners to participate in healing workshops and provided nearly 70 organisations with grants for local events to mark the Apology anniversary, with over 4,000 people taking part. We also continued our public forum and webinar series focusing on the role healing has to play in addressing mental health in our communities.

Last November I commemorated White Ribbon Day with a group of men from remote parts of the Northern Territory to publicly mark their commitment to ending violence against women and children. At the event, one man told me if it wasn’t for the Our Men Our Healing program he wouldn’t have any knowledge about how to make the changes he needed to heal himself. He’s now very proud of being a role model for other men and his family. In Wurrumiyanga, where the program has been running the longest, the number of men registered with the NT Department of Correctional Services has decreased by 50 per cent. It has led to a drop in violence and women have reported feeling safer both in their homes and within the community.

This is just one example of the important work the Healing Foundation is doing in communities across Australia. Addressing trauma through healing provides a pathway out of what is continually represented as the seemingly unsolvable issues of Indigenous disadvantage. Yet across Australia in remote, regional and urban environments Indigenous people are engaging enthusiastically with community driven healing initiatives provided by the Healing Foundation and are transforming themselves, their families and their communities.

The Board continues to monitor progress against our organisational strategic plan. This supports the Healing Foundation’s vision strong spirit, strong culture, strong people. By establishing and maintaining best practice reporting and accountability from the Board level we are able to embed these values throughout the Healing Foundation as fundamental to its organisational culture. To this end, I would like to thank both the members of the Board and staff for their ongoing commitment and hard work.

Finally, I would like to thank all of our supporters. You continue to make an important contribution that not only changes lives today, but also for the generations to come.

Professor Steve LarkinHealing Foundation Chairperson

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Healing Foundation Chair Steve Larkin with former NT Community Services Minister Bess Price at a White Ribbon Day event in Darwin.


MES SAGE FROM THE CEO

I’m pleased to report 2015/16 has been another successful year for the Healing Foundation. I am confident that the work we have carried out so far—building the organisation, its programs and reputation—is making a difference.

During the last financial year the Healing Foundation supported 35 projects nationally and developed two significant partnerships, with the Queensland and NSW Governments, to progress the development and delivery of healing forums.

In the last 12 months we have continued to assist Stolen Generations members to come together for collective or group healing opportunities.

We supported the development of seven community healing centres around Australia. Our seed funding has enabled these centres to develop business cases and secure larger grants to build and operate the centres. For example, earlier this year Nyamba Buru Yawuru in Broome received a $3 million Lotterywest grant towards the construction and fit out of their $8 million healing centre Liyan-ngan Nyirrwa.

Last September we launched an online portal, in partnership with Edith Cowan University’s Australian Indigenous HealthInfoNet, that brings together information about what is working in Aboriginal and Torres Strait Islander healing. The healing portal provides culturally appropriate information and the latest research on topics such as trauma, Stolen Generations, children and young people, men’s and women’s healing, and education, training and employment.

In June I was pleased to travel to the Torres Strait with our Deputy Chair Leann Wilson and members of the Executive team to join with Torres Strait leaders to launch Australia’s first ever community healing strategy. Designed to support Torres Strait communities to address issues like child safety and wellbeing, community safety and the lack of women in leadership, the Torres Strait and Kaurareg Aboriginal People’s Healing Strategy was jointly developed by the Healing Foundation and local communities. More than 600 people from across the Torres Strait contributed to its development. This is important and exciting work.

Over the last 12 months we have developed a theory of change and I see this as critical to guiding our work into the future. It is the next step in building the evidence base for Aboriginal and Torres Strait Islander healing. It identifies what preconditions need to be in place to create the optimal environment for healing and for our people to undertake their healing journeys. It will assist us to make informed decisions about when, where and how to invest our resources and strengthen our evaluation approaches.

Thanks must go to our small, committed team of staff who are hardworking and dedicated. I would like to sincerely thank them for their work.

I’d also like to thank our Board of Directors who have been very supportive over the last year.

Healing communities is at the core of everything we do. Thank you for your continued support in this journey.

Richard Weston Healing Foundation CEO

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L-R: Healing Foundation Deputy Chair Leann Wilson, Port Kennedy Association President Luisa O’Connor, Healing Foundation CEO Richard Weston and Torres Shire Council Mayor Vonda Malone at the launch of the Torres Strait and Kaurareg Aboriginal People’s Healing Strategy.


“How strong can we be? Connecting our spirit back to family, country, lore and spirituality.”Healing Our Way workshop participant

OUR HE ALING WORK The Healing Foundation supports the development of healing projects for Aboriginal and Torres Strait Islander communities. In the last 12 months we have assisted projects that focus on:

* Stolen Generations members

* healing centres

* trauma education and development

* community healing

* intergenerational trauma.

Over 2015/16 the Healing Foundation has provided co-design and implementation support to 35 projects throughout Australia

Our achievements:

* growing our understanding of collective healing for Stolen Generations members and their families

* working with communities to undertake program design to meet their healing aspirations

* supporting the development of healing work including our men’s healing project in the Northern Territory

* supporting children, young people and families through our intergenerational trauma projects to improve their social and emotional wellbeing

* supporting our Stolen Generations members and their families to participate in collective healing reporting an increased sense of belonging and connection to culture

* developing our healing workforce through providing heal the healers workshops.

77% of all participants across all programs have reported an increase in their social and emotional wellbeing.

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WHO WE SUPPORT: Murri School, Brisbane Jane has been at the Murri School since Grade One. She has been involved with child protection services from a young age including multiple out-of-home placements.

She was often in trouble for temper outbursts and this affected her friendships and her ability to learn. It also made it difficult for her grandparents, who she lives with, to cope.

Jane was referred to the Murri School’s healing program. It provided her with individual and family therapy. She learnt strategies to identify triggers and more helpful ways to manage her emotions. She started using these strategies at home and school.

Jane is now a keen participant in family camps and the school netball program. She has become an active, successful member of her class and has had no anger outbursts. She has developed a friendship group and feels more confident in social situations. Her Nan credits the work of the family support program for the changes that have occurred in her. Her ability to better manage her emotions means she is now able to focus on learning and is making strong gains in the classroom.

The Healing Foundation has been working with Brisbane’s Murri School for over five years. The program brings together family support workers, psychologists and trauma-informed teachers to create a culturally appropriate, supportive environment for the development of the healing program.

Through a whole of school approach to trauma, the program is designed for Indigenous children and young people who have experienced issues like trauma, grief and loss, cultural dislocation, family strain, disrupted parenting and social disadvantage, including those who have had contact with the Department of Child Safety and the youth justice system.

Since the program started 70 per cent of participating students have reported improvements in their ability to manage difficult situations at home and at school, 80 per cent have reported increased help-seeking behaviours and 90 per cent say they have a stronger connection with their families.

Teachers say the benefits of adopting a health and wellbeing framework include better school attendance, parents increasing in confidence in their children’s education and children and families increasing their cultural connection. This ensures that the school maintains warmth and heart.

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SUPPORTING OUR STOLEN GENER ATIONS Over the past 12 months the Healing Foundation has continued to work closely with Stolen Generations members. Through our Stolen Generations Initiative, survivors and their descendants have participated in a range of culturally based and trauma informed collective healing projects.

Stolen Generations organisations and members highlight the following components as essential for healing:

* coming together with other survivors, and sharing stories of pain, hope, and renewal

* culture and cultural identity

* provision of trauma-informed services and responses

* developing and leading their own healing solutions.

As a result of this funding Stolen Generations members have reported significant gains in their social and emotional wellbeing:

increased sense of belonging and connection to culture 77%

increased understanding and strength in caring for their loss and grief 72%

increased knowledge and confidence in utilising support services available 68%

The Healing Foundation’s Stolen Generations Reference Committee guides the development of our Stolen Generations Initiative through reviewing the evidence coming from funded programs, providing a focus for the release of future funding and ensuring that our work honours our Stolen Generations history.

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“The best part about healing is being with other people that went through the same …trauma as you went through. When we get together we talk about collective healing. It’s so important for institutionalised people … for other removed people.”

Aunty Lorraine Peeters

* Image: Ben Knight


WHO WE SUPPORT: Kinchela Boys Home Aboriginal Corporation Kinchela Boys Home Aboriginal Corporation (KBHAC) assists the survivors of the Kinchela Boys Home, their families and communities to recover their identity, dignity and wellbeing. This includes reconnecting members to their families, communities, culture and land.

In September 2015, the Healing Foundation supported a collective healing gathering for the Kinchela Boys Home community. The gathering focused on reconnecting participants with the local Kempsey Aboriginal community and collecting oral histories.

Uncle Michael Welsh, a survivor of Kinchela, shared his perspective on the importance of collective healing:

“I felt damaged and screwed up and controlled. I have treated my family the same way as I was treated in Kinchela Boys Home. To change this way of life there needed to be change to break the cycle and take control of my life. Reconnecting with other KBH brothers has supported this change for the better. KBHAC has allowed us to redirect our lives and begin to help ourselves, thus then allowing us to begin the healing of our children.”

Kinchela Aboriginal Boys Training Home operated between 1924 and 1970. New South Wales authorities incarcerated 500 Aboriginal children, many of whom were subjected to poor treatment and abuse.

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COMMUNIT Y HE ALING STR ATEGY In June the Healing Foundation launched a healing strategy for the Torres Strait, created in partnership with the local community.

Development of the Torres Strait and Kaurareg Aboriginal People’s Healing Strategy began in 2012 with more than 600 people from throughout the Torres Strait identifying issues affecting their communities. The consultations involved government departments, non-government organisations, local cultural leaders and community members.

The strategy maps community aspirations against existing healing work in the Torres Strait. It identifies key gaps, how to address them and offers practical proposals for governments, at local, state and federal levels, to support healing. It also highlights a number of priority areas including child and community safety, spiritual healing, self-determination, leadership and governance.

The Healing Foundation has committed to further supporting: * women’s healing and leadership

in recognition of the critical role women play in their families, communities and healing services, women’s leadership workshops were held on Thursday Island in August last year

* men’s healing in response to the critical healing needs of our men we are supporting the development of the Ker Kau Bau men’s group

* community healing to support community members to develop and lead their own healing responses to the challenges they are facing, we will trial the creation of a community healing team

* monitoring and evaluation we will develop a reporting framework to monitor the implementation of this strategy and will report back to community and government.

HEALING FORUMS AND CENTRES In 2015/16 we continued to hold healing forums in local communities. Two significant partnerships were formed with Queensland and New South Wales to progress the development and delivery of healing forums in these states.

In New South Wales, in partnership with Aboriginal Affairs NSW, we are supporting six regional healing forums that will bring communities, government and non-government organisations together. They will continue to support a stronger partnership approach between government and Aboriginal communities.

In Queensland, in partnership with the Queensland Aboriginal and Torres Strait Islander Child Protection Peak (QATSICPP), and funded by the Queensland Department of Communities, Child Safety and Disability Services, healing forums are allowing communities to talk about their vision of healing for children and families.

The Healing Foundation is looking forward to progressing this work over the coming year.

Meanwhile, we continue to support the set up of seven healing centres. These centres have a central role to play in the healing of Aboriginal and Torres Strait Islander people across Australia. They offer a holistic approach that is driven by the local community and empowers people to lead their own healing journey. Healing centres value the cultural healing expertise that is held within the community and enable more effective partnerships between the Aboriginal and Torres Strait Islander community and mainstream.

Developing these healing centres involves strong community engagement and an emphasis on building local capacity and valuing cultural knowledge. The centres that are in development are operated with and for their own communities, and work to empower individuals and communities to overcome the causes and symptoms of trauma. They are physically, socially and culturally safe and meaningful spaces for Aboriginal and Torres Strait Islander people.

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HE ALING FOR OUR MEN We have continued to support the Our Men Our Healing program to grow and develop in the Northern Territory, with a significant launch of the evaluation held in November 2015.

Aboriginal men from the remote communities of Maningrida, Wurrumiyanga and Ngukurr are being supported to develop and grow their own healing projects, aimed at tackling violence, and improving health and wellbeing.

An independent evaluation found strong evidence that the projects are creating significant and sustained change at community, family and individual levels.

In less than two years, the program has resulted in:

* a reported decrease in the incidence of family and domestic violence and less violence generally in the communities

* women feeling safer and more supported by the men in their families and communities

* in Wurrumiyanga, where the program has been running the longest, a 50 per cent reduction in the number of men registered with the NT Department of Correctional Services and a significant reduction in rates of recidivism and reoffending over the life of the program.

The program’s success is largely due to the way projects are created and run in partnership with the men in these communities—not imposed on them from outside. The men designed their projects for themselves, ensuring community ownership and a continued commitment to local needs, solutions, culture and knowledge systems.

Reconnection to country, culture and identity has also been critical to help empower men to build their confidence, take the cultural lead with younger men, provide increased safety for their families and take up employment.

In 2015/16 we also continued our work with men in seven Darwin town communities: Bagot, Amangal, Acacia, Belyuen, One Mile Dam, Knuckeys Lagoon, Palmerston Indigenous Village. The Building Strong Men as Leaders project, in partnership with the Men’s team at Darwin Aboriginal and Islander Women’s Shelter (DAIWS), is designed to strengthen men’s roles as protectors and supporters of their family and community in inner Darwin.

The project focuses on strengthening men’s social and emotional wellbeing, leadership and community safety.

“The program has helped me change, given me more confidence. Since doing the program I’ve been able to maintain employment. I’m also involved with Aussie Rules as a mentor. I just love doing it, I look forward to Monday.”

Kevin Baxter

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TR AINING AND KNOWLEDGE CRE ATION

Healing our HealersThroughout this year the Healing Foundation supported over 200 Aboriginal and Torres Strait Islander practitioners to participate in Heal the Healers workshops providing support for people working in healing and related services for their own healing experiences.

The Healing Foundation acknowledges the complex nature of the work our Aboriginal and Torres Strait Islander workforce is asked to carry. Caring and supporting the healing journeys of others can be emotionally difficult and draining. Our emerging evidence shows that when workers are supported to undertake their own healing journeys, their capacity to maintain employment and provide services to their community improves.

The workshops, provided by STARS Leadership Institute, Brian Dowd, Gallang Place and SNAICC, were designed to provide safe and supportive spaces for the participants to:

* heal and empower themselves as individuals

* identify the issues in their lives, families and communities which impact on them including intergenerational trauma, loss and grief

* identify the personal ongoing impacts on participants’ health, wellbeing, and spirituality, and how it directly impacts the quality of their service delivery.

Workshops were held in community and many participants reported being better able to manage the stress of working within communities experiencing trauma.

Gallang Place has now developed a Diploma in Counselling that provides ongoing training and development to our workforce across Australia.

Royal Commission specialist support The Royal Commission into Institutional Responses to Child Sexual Abuse has created renewed challenges for Stolen Generations members, their families and communities across Australia. It has also created distress for many agencies not equipped to respond effectively.

The Healing Foundation is addressing these specialist needs through a healing project aimed at strengthening healing environments in the agencies funded by the Royal Commission to provide services for Aboriginal and Torres Strait Islander respondents.

The project aims to build and support the development of Link-Ups to provide high quality healing services for Stolen Generations members and other Aboriginal and Torres Strait Islander community members affected by the Royal Commission.

“I have stopped yelling and get my message across calmly. I wanted peace and tranquillity in my whole being. I am in better control of my actions so therefore I am a happier person, so are my family and work colleagues.”

Theory of Change for Healing Over the last 12 months the Healing Foundation has been developing a theory of change to assist us to define the process through which long term and sustained change occurs for Aboriginal and Torres Strait Islander people and communities.

Consolidating international research, and the Healing Foundation’s own emerging evidence, it articulates how healing can lead to positive social change. It identifies the elements required to create an environment for healing including targeted investment in resources, and strengthens the evidence base for healing.

The theory of change describes the elements for a quality healing program as:

* addressing issues in the local community

* being driven by local leadership

* having an evidence and theory base

* combining western methodologies and Aboriginal and Torres Strait Islander healing

* understanding the impact of colonisation and intergenerational trauma

* building individual, family and community capacity

* being preemptive rather than reactive

* having strong evaluation frameworks and feedback mechanisms.

This diagram shows areas of change and the elements required to create sustainable healing for Aboriginal and Torres Strait Islander peoples. Sustained change is most likely to occur where policy, healing responses and healing champions and networks are all present.

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PolicyPromoting truth and creating understanding of

colonisation and the trauma legacy in our nation

Creating and supporting a national healing movement

Developing trauma aware healing informed approaches within policy environments

(e.g. health, eduction, children and families, justice)

Promoting programmatic co-design principles that privilege Indigenous knowledge systems

Intergrating policy responses that support positive cultural identity and healing

Healing ResponsesHealing Programs and Projects that:• Developed to address issues in the

local community• Driven by local leadership• Have an evidence and theory base• Combine western methodologies and

Indigenous healing, creating safety and capacity for changed behaviours

• Build individual, family and community capacity• Proactive rather than reactive• Have quality evaluation frameworks• Integrated into strong Indigenous led

oranisations with demonstrated healing leadership

• Create collaborative and coordinated healing efforts

Cultural values and connection

restoredHealing Networks

and ChampionsCommunity awareness of trauma

regionally and locally

Development of healing leadership both organisationally and individually

- national and local

Trauma aware/healing informed organisational development

Development of the healig workforce

Community healing processes and strategies based on Indigenous knowledge and processes


COMMEMOR ATING THE APOLOGY

Heal our past, build our future – celebrating our heroes was the theme for this year’s anniversary of the Apology to the Stolen Generations. Organisations around Australia were supported to run their own local events through the Apology micro-grants funding round.

Sixty seven organisations received micro-grant funding to commemorate the Apology anniversary during February and March 2016. More than 4,200 people participated in these events.

E V EN T S W ERE RUN IN:

New South Wales - 3 1

Queensland - 12

V ic tor ia - 13

Wes tern Aus tr al ia - 5

Aus tr al ian C apit al Terr i tory - 2

South Aus tr al ia - 2

Nor thern Terr i tory - 2 7 of the events were in remote locations, 36 in regional and 24 in urban areas.

The total amount of grants disbursed was $40,200

Events including breakfasts, movie nights, school assemblies and family days attracted national, state and regional media attention and significant involvement from Aboriginal and Torres Strait Islander community organisations and people across every state and territory.

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HE ALING FOR OUR STOLEN GENER ATIONS: SH ARING OUR STORIES To commemorate the Apology the Healing Foundation launched the Healing for Our Stolen Generations: Sharing Our Stories publication at the National Centre for Indigenous Excellence (NCIE) in Redfern. The report analysed 31 Healing Foundation projects involving Stolen Generations members and provided evidence about what works for their healing.

At the event, Uncle Archie Roach gave a moving performance of Took the Children Away. Stolen Generations Reference Committee member and Coota Girl Aunty Lorraine Peeters spoke about the importance of collective healing opportunities and what it meant for members of the Stolen Generations to come together.


COMMEMOR ATIONS AROUND AUSTR ALIA Link-Up Queensland, supported by the Healing Foundation, hosted an Apology anniversary event at Musgrave Park in Brisbane on 12 February. Following the Welcome to Country, Link-Up Chair Sam Watson addressed the event and dancers from the Murri School gave a great performance in honour of our Stolen Generations.

2015 NAIDOC Person of the Year Rosalie Kunoth-Monks spoke on the day, as did Queensland Deputy Premier the Hon Jacklyn Trad who said: “We must never run from the past. We must confront the painful lessons to ensure we deliver a present and a future where all Australians are truly equal.” Florence Onus, Chair of the Healing Foundation’s Stolen Generations Reference Committee spoke about the importance of collective healing for our Stolen Generations.

In between speeches, the crowd was treated to wonderful performances by local artists. Toni Janke performed her song ‘Bury the Past’; Joe Geia performed ‘Yil Lull’ dedicated to the Stolen Generations, and Bessie Parsons and Rhonda Collard sang in both English and traditional language. The event concluded with a symbolic candle lighting ceremony.

MICRO GR ANTS

WA: WACOSS (auspicing Reconciliation WA, West Perth) 40 people attended a lunchtime event in the Perth CBD organised in partnership with the Uniting Church. The keynote speaker was a student from the Follow the Dream program who shared the experiences of her heroes—her mother and her grandmother—and the impact of the Stolen Generations on her family as well as her inspirational and determined plans for the future.

NT: Katherine Regional Stolen Generations Aboriginal Corporation (Katherine) 40 Stolen Generations members and other invited community members attended the unveiling of the Katherine Stolen Generation Reflection and Healing Garden in the Katherine Museum Community Garden. The garden now serves as a permanent reminder of the Stolen Generations history.

SA: Ninkowar Incorporated (Murray Bridge) 25 Aboriginal and non-Aboriginal women shared a meal and took part in traditional basket weaving, crochet and much conversation about the ongoing impact of the Stolen Generations and what the National Apology means to them. An edited video of the discussion will be available at the Ninkowar Cultural Conference Centre in the gallery.

QLD: Pimlico State High School (Pimlico) 400 students and teachers took part in 17 yarning circles over a week with local Elders Hazel Sullivan and Margaret Egan. The Elders told their stories and students and teachers discussed ways to move forward together as a nation.

NSW: Cullunghutti Aboriginal Child and Family Centre (East Nowra) Special guest Elders joined with young children and other members of the Nowra community in boomerang painting, damper making, dreamtime storytelling and music lessons. Children learnt about the Apology and the rich history of Aboriginal culture from Elders and each Elder received a handmade thank you present from the children.

ACT: YWCA Canberra (Canberra) 40 people attended an Apology luncheon hosted by YWCA Canberra, the ACT nannies Group and ACT Care and Protection. The nannies shared their experiences as part of the Stolen Generations and discussions included the need for greater knowledge and understanding of the past and its effect on the future, and greater education and support for parents.

VIC: Shepparton Region Reconciliation Group (Shepparton) and Rumbalara Aboriginal Cooperative (Mooroopna) 300 people attended community events in Shepparton. Students from all local secondary schools and the Academy of Sport, Health and Education helped organise the day. These annual events provide an opportunity to reflect on the meaning and impact of the Apology and encourage young people to develop greater understanding of our past.

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OUR PUBLICATIONS AND ONLINE ENGAGEMENTPUBLICATIONSThe Healing Foundation documents evidence from our funded programs and makes this information available to help with the development of quality healing services in our communities.

The key publications released in 2015/16 are:

* Torres Strait and Kaurareg Aboriginal People's Healing Strategy

* Healing for Our Stolen Generations: Sharing Our Stories

* Our Men Our Healing Evaluation Report November 2015

* Healing Informed Organisations

* Healing Foundation Constitution updated

We also continued evaluation and research in the areas of:

* healing for children and young people – developing the evidence base

* Theory of Change – understanding our healing knowledge

* suicide prevention strategies – partnering with the University of WA and Telefon Institute to understand creating the environment for healing

* healing informed organisations – creating a trauma informed environment to promote healing

* Stolen Generations – learning from our Stolen Generations members what works in healing

* men’s healing – creating renewal and hope for our men.

The publications are available for download from our website: www.healingfoundation.org.au

DIGITALThe Healing Foundation continues to maintain a strong online presence, including our website and social media accounts. The Healing Foundation website is currently being redeveloped. It is due for relaunch in late 2016.

Facebook is the Healing Foundation’s most successful social media channel. By 30 June 2016 our page had attracted more than 23, 900 likes. Highlights from the year include:

* launch of the Our Men Our Healing Evaluation Report in Darwin on White Ribbon Day, 25 November 2016

* most popular Facebook post for a second year in a row was on Mabo Day, 3 June 2016. Our post had a reach of 160,900 people. It was liked 4,793 times, was shared over a thousand times and generated 135 comments

* Apology anniversary was an extremely popular period on Facebook with many people using our hashtag #StolenGensHeroes to share images from their own celebrations. On 12 February alone, close to 37,000 people saw our Apology anniversary content.

YouTube continues to show that people want to hear about the experiences of our Stolen Generations members. For example a video we produced with Uncle Jack Charles about his Stolen Generations story was viewed more than 1200 times when it was uploaded in February.

This year we engaged our Twitter followers using conference hashtags including #ATSISPEP and #ANROWS. Our most popular tweet of the year was the quote and image we shared of Florence Onus, Chairperson of the Stolen Generations Reference Committee, on Sorry Day. It was retweeted 71 times, received 48 likes and was seen by over 11,000 people.

In September we launched an innovative online hub, in partnership with Edith Cowan University’s Australian Indigenous HealthInfoNet. It is designed to enable everyone involved in healing Aboriginal and Torres Strait Islander people to learn from best practice healing initiatives, share tools and resources and work together to develop healing opportunities in communities.

The Healing Portal provides culturally appropriate information and the latest research on topics such as trauma, Stolen Generations, children and young people, men’s and women’s healing, and education, training and employment.

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OUR WAY OF GOVERNANCEThe Healing Foundation is governed by an Aboriginal and Torres Strait Islander Board of Directors (currently six directors). The Chief Executive Officer post is an identified Aboriginal and Torres Strait islander position. We recognise the differences between western corporate governance and Indigenous community governance and effectively blend the two in a model that serves the expectations of both. Compliance and accountability are important to our organisation—particularly to funding bodies, partners and our stakeholders. We have also created other mechanisms to ensure that we behave in a culturally appropriate manner.

We are guided by the following principles:

* community ownership

* respect for kinship structures

* elevating the voice of the local people

* harnessing positive energy

* self-belief and empowerment

* humility

* honour and integrity.

Our approach is to engage with communities directly and work in partnership on a co-design process that recognises existing cultural strengths and knowledge systems. This means that the Healing Foundation is working with its stakeholders to create local or regional responses to trauma and healing that are locally developed and delivered and ensure community ownership.

The Healing Foundation is guided by formal documentation that clearly delineates the roles and responsibilities of individual directors, the Board, the Chairperson and management. The Constitution, the Corporate Governance Charter and the Board Manual collectively promote Board and organisational awareness of the duties of directors. There is clear delineation of the different roles of the Board and management, and detailed documentation supporting the delegation of authority within this relationship.

Our Board has developed and continues to monitor progress against an organisational strategic plan: Healing Foundation Strategic Plan 2014-2017. This supports the defined vision of the Healing Foundation of strong spirit, strong culture, strong people, and establishes four Key Result Areas:

* creating an environment for healing in communities

* creating an environment for healing in policy

* creating a strong reputation for expertise in healing

* creating a strong and sustainable organisation.

This plan has been communicated throughout the organisation and among stakeholders, and forms the basis for the preparation of annual operating plans and their underpinning budgets. Progress is monitored regularly by the Board, and time is allocated each year for further strategic planning.

Board performance is subject to review on an annual basis, and frequently involves the utilisation of external professional expertise. The performance of the CEO is reviewed by the Governance Committee and reported to the Board every six months against an agreed CEO performance agreement. Directors are required to make annual declarations of interests and to update information on any conflicts of interest at the commencement of each Board meeting.

The Board recognises that a strong organisation must be built around skilled and experienced staff whose energies are focused on operational and strategic goals that are attainable and inspirational. Recruitment is carefully managed to ensure that the organisation engages the best available personnel, and that these people are trained and developed where necessary to meet rigorous individual performance goals.

Community is at the heart of the Healing Foundation and effective engagement with our stakeholders is critical. Over the last six years we have worked closely with communities to ensure the work we do is delivered in the best way to benefit our people. To date, we have assisted over 20,000 Indigenous community members with their healing journeys and provided funding to over 100 community organisations to develop healing projects. We are proud of these achievements.

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“Our people have demonstrated our resilience time and time again but more needs to be done to support the Stolen Generations and their families. We need to recognise the work yet to be done to move forward from saying sorry.”

Florence Onus, Apology event Brisbane

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F I N A N C I A L S T A T E M E N T S 2 0 1 5 / 2 0 1 6


CONTENTS

DIRECTORS’ REPORT 33

AUDITOR’S INDEPENDENCE DECLARATION 42

STATEMENT OF COMPREHENSIVE INCOME 44

STATEMENT OF FINANCIAL POSITION 45

STATEMENT OF CHANGES IN EQUITY 46

STATEMENT OF CASH FLOWS 47

NOTES TO THE FINANCIAL STATEMENTS 48

DIRECTORS’ DECLARATION 60

INDEPENDENT AUDITOR’S REPORT 61

DIREC TORS’ REPORTThe directors of Aboriginal and Torres Strait Islander Healing Foundation Ltd (the Company) present the annual financial statements of the Company for the financial year ended 30 June 2016.

DIREC TORS The names of the directors of the Company during or since the end of the financial year are:

Name Appointed Resigned

Noeleen Lopes January 2010

Professor Steve Larkin – Chairperson February 2013 Stephanie Harvey June 2014 Russell Taylor June 2014 Dr Aden Ridgeway October 2014Leann Wilson – Deputy Chairperson October 2014

Directors have been in office since the start of the financial year to the date of this report unless otherwise stated.

32 33


OB JEC TIVES AND STR ATEGIES The Company’s objective is to support healing in Aboriginal and Torres Strait Islander communities across Australia that continue to deal with the impact of past government policies that have fractured communities and caused profound trauma and grief.

PRINCIPAL AC TIVITIES The principal activity of the Company during the financial year was funding healing initiatives, funding education and training initiatives to build community capacity and conducting research and evaluation activities. No significant changes in the nature of the entity’s activity occurred during the financial year.

CH ALLENGES The key challenge for the Healing Foundation will be making the business and political cases for increased government investment into healing for Aboriginal and Torres Strait Islander people over the medium to long term. In the next year the fiscal environment for the Indigenous Affairs sector, like other sectors, will be tight as the government embarks on a program of budget repair. Indigenous Affairs continues to be in a state of flux as the Indigenous Advancement Strategy (IAS) reform continues to be implemented and the Department of Prime Minister and Cabinet comes to grips with being a program deliverer rather than a policy engine for government. Of interest to the Indigenous Affairs sector will be the Australian National Audit Office (ANAO) report into its review of the IAS which is due to be released in December 2016.

ACHIE VEMENTS In spite of a difficult outlook for Aboriginal and Torres Strait Islander Affairs the Healing Foundation has produced a program of high quality work that continues to demonstrate the importance of healing to Aboriginal and Torres Strait Islander people. We have been building the evidence base strongly and have now published 22 reports and evaluations of our efforts. In six years the Healing Foundation has funded over 130 healing projects that have assisted over 20,000 people on their healing journeys.

Recognising the importance of healing to our people the Board of Directors engagement in driving the development of the Healing Foundation has been evident in having strengthened governance practice over the last year and articulated a five year strategic vision to become the recognised leader of the healing movement across Australia. The Board’s work has resulted in key strategic work being progressed by the Healing Foundation that includes producing the Theory of Change for Healing, an Organisational Design process (restructure) to bolster strategic capability and developing Healing Reinvestment as a new concept to highlight the cost benefits and impacts of investing in healing.

By building the Healing Foundation’s strategic and policy development capability the Board of Directors is seeking to position the organisation for a sustainable future, recognising that resolving trauma in our communities is a long term proposition.

HIGHLIGHTS OF THE HE ALING FOUNDATION’S WORK IN 20 16:

Stolen GenerationsOur work with the Stolen Generations to highlight the importance of Collective Healing involved more than 3,000 members of the Stolen Generations participating in projects around the country. A resource was produced that could be used to strengthen and build upon the work already being done in the community by Stolen Generations members, organisations and groups to provide collective healing responses. The resource will be used to encourage the inclusion of collective healing responses in services provided to the Stolen Generations and includes support groups, group therapy programs, day trips on country, healing circles, healing camps and reunions. Use of the resource will improve the range and quality of social and emotional wellbeing and healing programs available to the Stolen Generations, in particular first generation survivors.

Healing forumsIn New South Wales (NSW) the Healing Foundation is partnering with the Department of Aboriginal Affairs to deliver six healing gatherings across the state as part of NSW’s OCHRE Plan for Aboriginal development. NSW, the jurisdiction with the highest Aboriginal and Torres Strait Islander population in Australia, has healing embedded in the OCHRE Plan because Aboriginal people view healing as a critical element to supporting their social and economic development aspirations.

In Queensland the Healing Foundation is working with the Queensland Aboriginal and Torres Strait Islander Child Protection Peak and the Queensland Government to support healing gatherings that are focused on child and family wellbeing. This involves working with communities at the local level in a co design of integrated services that incorporates the local social and cultural dynamics at play in the community, rather than imposing an externally developed, one size fits all model.

Healing strategiesAlso in Queensland the Healing Foundation launched the Torres Strait and Kaurareg Aboriginal People's Healing Strategy which maps out the healing work currently underway in the Strait, identifies gaps and defines strategies to address these gaps. The first initiatives being progressed under this strategy are:

* strengthening women’s leadership in the region

* men’s healing programs

* healing programs and services for 13-16 year olds who have experienced violence or abuse and are dealing with the impacts of trauma

* the development of community healing teams to support and drive healing at a local level.

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Men’s healingIn November 2015, Chair of the Healing Foundation, Professor Steven Larkin along with Northern Territory (NT) Minister for Community Services, Bess Nungarrayi Price, launched the Healing Foundation Report into the NT Men’s Healing Project: Our Men, Our Healing. In an interview on ABC’s Radio National with journalist Fran Kelly, Professor Larkin shared the extraordinary outcomes of the project after just two years of operation:

* halving the contact of men with the Corrections System

* reducing violence

* women in communities reporting feeling safer.

Over 400 men participated in the project across three NT communities and 40 per cent of those participating were under 18 years of age. Professor Larkin argued that this project had dealt with issues that seemed intractable and unsolvable so deserved a closer look to scaling up these efforts and extending this men’s healing work.

Knowledge creationOur knowledge creation work is bearing fruit as we use learnings from our work to continue improving the quality of co designed healing projects with communities. We have negotiated an agreement with the Indigenous Health InfoNet in WA to create a Healing portal where our work and other healing work around the nation can be shared and discussions had to assist communities and workers in their efforts to better understand the impact of trauma to find healing solutions. We have completed the Theory of Change for healing which will be used to shape our work into the future.

Royal Commission into Institutional Child Sexual AbuseOur work with the Royal Commission into Child Abuse has revealed how far reaching the traumatic impacts of child abuse are for both the broader community and for the Aboriginal and Torres Strait Islander communities. When the Royal Commission is finalised at the end of December 2017 there will be a major challenge for various program systems to be able to support victims of abuse and meet their healing needs. The Healing Foundation is well placed to be able to support Indigenous workforces in health, education and social services to develop the necessary skills and expertise to support people affected by trauma from child abuse.

Priorities 2016 - 2017 In the next financial year (the second last of our current agreement with the Commonwealth) the Healing Foundation will be focusing on the legacy of trauma that Aboriginal and Torres Strait Islanders are dealing with as a result of colonisation and practices such as Stolen Generations. It will be the 20th Anniversary of the Bringing Them Home Report which provides the Healing Foundation the opportunity to draw policy makers’ attention to healing solutions that we have been developing in partnership with our communities over the last six years.

Our business as usual healing work under our agreement with the Commonwealth will be ongoing. Our healing work in New South Wales and Queensland will continue and we will be again working closely with our Stolen Generations Reference Group to highlight the healing needs of the Stolen Generations. We have begun some work in South Australia and our Northern Territory Men’s Healing work will also continue as we seek investment from the NT Government and the Commonwealth to expand and extend this work. We will be looking to engage more strategically to progress healing work in Western Australia.

Operating result

* The Company has reported an operating surplus of $90,097 (2015: surplus of $10,791).

* Total grant funding of $6,255,019 (excluding GST) (2015: $5,932,470) was received/receivable during the financial year ($5,914,115 PM&C core funding, $134,457 Royal Commission DSS, $150,000 NSW Dep. Education & Communities and $56,447 QLD Dep. of Communities Child Safety & Disability Services).

* A total of $4,605,293 (2015: $4,795,757) was recorded as unspent committed funds at year end.

Company Limited by Guarantee The liability of the members is limited.

In the event the Company is wound up, the Constitution states that each member is required to contribute a maximum of $50 each towards any outstanding obligations of the Company.

3736


DIREC TORS’ AT TENDANCE AT BOARD MEE TINGS During the financial year, six (6) meetings of directors were held. Attendances by each director during the financial year were as follows:

Directors’ Meetings

Name Number Eligible to Attend Number Attended Partial Attendance (1 of 2 day meeting)

Apologies full meeting

Noeleen Lopes 6 5 1Professor Steve Larkin – Chairperson 6 6Stephanie Harvey 6 6Russell Taylor 6 3 1 2Dr Aden Ridgeway 6 5 1Leann Wilson 6 5 1

Directors’ attendance at Board sub committee meetingsAttendances by directors appointed to these committees during the financial year were as follows:

Sub Committee Meetings – Audit Risk and Finance Committee

Name Number Eligible to Attend Number Attended ApologiesStephanie Harvey – Chairperson 4 4Noeleen Lopes 4 4Russell Taylor 4 3 1

Sub Committee Meetings Governance Committee

Name Number Eligible to Attend Number Attended ApologiesLeann Wilson – Chairperson 3 2 1Dr Aden Ridgeway 3 2 1Professor Steve Larkin 3 3

DIREC TORS’ INFORM ATION

Professor Steven Larkin Qualifications and Experience

Chairperson of the Board Doctor of Philosophy, Queensland University of Technology from 8 May 2015 Master of Social Science, Charles Sturt University Bachelor of Social Work, University of Queensland Former Chair, Aboriginal and Torres Strait Islander Higher Education Advisory Council (ATSIHEAC - then Indigenous Higher Education Advisory Council) Former Chair, Northern Territory Board of Studies Service on numerous national advisory committees in Indigenous Affairs Pro Vice-Chancellor Indigenous Leadership and the Director of the Australian Centre for Indigenous Knowledges and Education (ACIKE), Charles Darwin University Executive Member, National Aboriginal and Torres Strait Islander Higher Education Consortium (NATSIHEC) Member, Aboriginal and Torres Strait Islander Higher Education Advisory Council (ATSIHEAC) Management Committee Member and Node Leader, National Indigenous Research and Knowledges Network (NIRAKN) Board Member, Batchelor Institute of Indigenous Tertiary Education Director, Beyond Blue Member, Australian Institute of Company Directors

Leann Wilson Qualifications and Experience

Deputy Chairperson Graduate, Australian Rural Leadership Foundationof the Board from 8 May 2015 University Fellow, Bond University Former Chair, National Rural Women’s Coalition Inaugural Board member, Queensland Aboriginal And Torres Strait Foundation Inaugural Member, RIRDC R&D Advisory Committee for Aboriginal and Torres Strait Islander Rural Development Former Member, The Gender, Mining and Communities Dialogue Minerals Council of Australia Executive Director, Business Development and Innovation, Regional Economic Solutions Pty Ltd Board Member, Aboriginal Centre for the Performing Arts Member, Australian Red Cross Divisional Advisory Board Qld Panel Member, Queensland Reparations Review Board Member, YWCA Queensland Member, Australian Institute of Company Directors

38 39



Dr Aden Ridgeway Qualifications and Experience Honorary Doctorate, University of Technology, Sydney Former Member of Australian Senate for New South Wales, 1999 – 2005 Former Director, Creating Australia Director, ITAM Holdings Pty Ltd Chair/Advisor, Austrade Indigenous Tourism Group Chairperson, Paradigm Resources Pty Ltd Partner, Cox Inall Ridgeway, specialist Indigenous consultancy service Principal, Aden Ridgeway Pty Ltd Member, Australian Institute of Company Directors

Noeleen Lopes Qualifications and Experience Bachelor of Social Work, University of Queensland Accredited Mental Health Social Worker, AASW Certificate IV Business (Governance), Tropical North Queensland Institute of TAFE Former Member, Southern Queensland Parole Board 2001-2013 Founder, Ghungalu Aboriginal Corporation Former Director, Gearing Up Investments Pty Ltd CEO and Founder, Gallang Place Aboriginal and Torres Strait Islander Corporation Member, Brisbane South Primary Health Network Advisory Council Member, Australian Institute of Company Directors


Stephanie Harvey Qualifications and Experience Graduate Certificate of Management Former Director and Company Secretary, Indigenous Reading Project Service on numerous national advisory committees in Indigenous Affairs CEO, Indigenous Community Volunteers Member, Landcare Australia Strategy Group Member Fundraising Sub Committee Mary Mackillop Foundation Member Management Committee NIRAKN Member, Australian Institute of Company Directors

Russell Taylor AM Qualifications and Experience Master of Business Administration, University of Technology, Sydney Graduate Diploma in Public Sector Management, University of Technology, Sydney Graduate Diploma in Arts (Anthropology with Merit), Australian National University Service with numerous complementary NGO and sporting associations in governance positions CEO, Australian Institute of Aboriginal and Torres Strait Islander Studies Board member, Lowitja Institute Board member, Nature Conservation Trust Council member, University of Technology Sydney Member, Charles Darwin University Vice Chancellor’s Indigenous Advisory Committee Member, National Museum of Australia Indigenous Reference Group Member, Australian Institute of Company Directors Fellow, Australian Institute of Management Fellow, Australian Rural Leadership Foundation

40 41


AUDITOR’S INDEPENDENCE DECL AR ATION

Auditor’s Independence Declaration

The auditor’s independence declaration in accordance with Subdivision 60-40 of the Australian Charities and Not-for-Profits Commission Act 2012, for the year ended 30 June 2016 has been received and is attached to this report.

Signed in accordance with a resolution of the Board of Directors:

Professor Steve Larkin

Dated 08 / 09 / 2016Canberra, ACT

7

AUDITOR’S INDEPENDENCE DECLARATION UNDER SUBSECTION 60 - 40 OF THE AUSTRALIAN CHARITIES AND NOT-FOR-PROFITS COMMISSION ACT 2012 TO THE DIRECTORS OF ABORIGINAL AND TORRES STRAIT ISLANDER HEALING FOUNDATION LIMITED I declare that, to the best of my knowledge and belief, during the year ended 30 June 2016 there have been no contraventions of the auditor independence requirements as set out in any applicable code of professional conduct in relation to the audit.

Duesburys Nexia G J Murphy Canberra, 8 September 2016 Partner

7

7



7

42 43


Note2016

$2015

$

RevenueGovernment funding:- PM&C (Core incl DSS and FaHCSIA) 5,735,539 6,086,773- DSS (Royal Commission) 227,397 162,106- NT (Childrens and PM&C Darwin) 292,238 157,652- Medicare Local 158,004 94,646- Queensland Government 66,840 -- NSW Government 22,487 -Other income- Donations 3,582 3,295- Workers compensation - 9,995- Support services fees 51,096 7,500- Sundry income 35,419 3,274Interest Income 57,022 76,359Less: interest separately recognised as unexpended funds 7 (57,022) (76,359)(Refer to Note 1(j) for details of accounting policy on revenue) 6,592,602 6,525,241

NOTE: this table is displayed in two sections

Note2016

$2015

$

Expenses

Advertising and promotion 97,618 168,604Audit and accounting fees 46,798 30,410Communications 24,285 11,222Contractors and consultants 790,670 478,273Depreciation and amortisation expense 245,486 226,363Employee benefits expense 2,017,836 1,953,349Finance costs 4,094 5,161General 36,657 26,943Information technology 93,564 93,073Insurance 14,841 36,231Legal 59,929 45,951Meetings 42,054 74,429Office facilities 445,037 342,729Printing and stationery 29,963 16,086Programs 2,022,516 2,563,099Subscriptions and memberships 16,073 8,087Telephone and internet 37,639 40,563Travel and accommodation 477,445 393,877

6,502,505 6,514,450

Surplus/(deficit) before income tax 90,097 10,791

Income tax expense - -

Surplus/(deficit) for the year 90,097 10,791

Total comprehensive income for the year 90,097 10,791

STATEMENT OF COMPREHENSIVE INCOME FOR THE YE A R ENDED 30 JUNE 20 16

STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 20 16

Note2016

$2015

$

ASSETS

CURRENT ASSETS

Cash and cash equivalents 2 3,330,317 3,680,937

Other assets 3 109,818 134,328

Other financial assets 4 1,635,647 1,528,186

TOTAL CURRENT ASSETS 5,075,782 5,343,451

NON-CURRENT ASSETS

Property, plant and equipment 5 104,661 303,580

TOTAL NON-CURRENT ASSETS 104,661 303,580

TOTAL ASSETS 5,180,443 5,647,031


Note2016

$2015

$

LIABILITIES

CURRENT LIABILITIES

Trade and other payables 6 251,993 621,355

Unexpended funds 7 4,605,293 4,795,757

Employee benefits 8 96,660 115,228

TOTAL CURRENT LIABILITIES 4,953,946 5,532,340

NON-CURRENT LIABILITIES

Employee benefits 8 68,645 46,936

TOTAL NON-CURRENT LIABILITIES

68,645

46,936

TOTAL LIABILITIES 5,022,591 5,579,276

NET ASSETS

157,852

67,755

EQUITY

Retained earnings 157,852 67,755

TOTAL EQUITY 157,852 67,755

4544


STATEMENT OF CHANGES IN EQUIT Y FOR THE YE A R ENDED 30 JUNE 20 16

2016

Retained Earnings

$

Total

$

Balance at 1 July 2015 67,755 67,755


Balance at 30 June 2016 157,852 157,852

2015

Retained Earnings

$

Total

$

Balance at 1 July 2014 56,964 56,964


Balance at 30 June 2015 67,755 67,755

STATEMENT OF CASH FLOWS FOR THE YE A R ENDED 30 JUNE 20 16

Note2016

$2015

$

CASH FLOWS FROM OPERATING ACTIVITIES:

Receipts from:

PM&C (Core incl DSS and FaHCSIA) 6,505,527 5,720,000

DSS (Royal Commission) 147,903 145,717

Medicare Local – 550,000

NSW Government 264,000 –

Other:

Donations 3,582 3,295

Workers compensation – 9,995

Support services fees 51,096 7,500

Sundry income 27,694 56,961

Payments to suppliers and employees (7,253,160) (6,780,679)

Interest received 56,766 81,169

Net cash provided by/(used in) operating activities (196,592) (206,042)


Note2016

$2015

$

CASH FLOWS FROM INVESTING ACTIVITIES:

Payments for property, plant and equipment (46,567) (3,100)

Receipts from sale of investments – 1,702,227

Payment for investments (107,461) –

Net cash provided by (used in) investing activities (154,028) 1,699,127

Net increase (decrease) in cash and cash equivalents held (350,620) 1,493,085

Cash and cash equivalents at beginning of year 3,680,937 2,187,852

Cash and cash equivalents at end of financial year 2 3,330,317 3,680,937

4746


NOTES TO THE FINANCIAL STATEMENTS FOR THE YE A R ENDED 30 JUNE 20 16

1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Basis of preparation The financial statements are general purpose financial statements that have been prepared in accordance with Australian Accounting Standards - Reduced Disclosure Requirements of the Australian Accounting Standards Board and the Australian Charities and Not-for-Profits Commission Act 2012.

The Company is a not-for-profit public company limited by guarantee, incorporated in the Australian Capital Territory under the Corporations Act 2001. The financial statements cover the Company as an individual entity.

A number of new or revised Australian Accounting Standards are effective for the first time in the current financial year. These standards have had no material impact on the entity.

The financial statements have been prepared on an accruals basis and are based on historical costs modified, where applicable, by the measurement at fair value of selected non-current assets, financial assets and financial liabilities.

The following is a summary of the material accounting policies adopted by the Company in the preparation of the financial statements. Unless otherwise stated, the accounting policies adopted are consistent with those of the previous year.

Accounting policies (a) Income tax

No provision for income tax has been raised as the Company is exempt from income tax under Div 50 of the Income Tax Assessment Act 1997.

(b) Property, plant and equipment

Property, plant and equipment are measured on the cost basis less depreciation and impairment losses. Cost includes expenditure that is directly attributable to the asset.

Where a revaluation has been performed, any accumulated depreciation at the date of the revaluation is eliminated against the gross carrying amount of the asset and the net amount is restated to the re-valued amount of the asset.

The carrying amount of property, plant and equipment is reviewed at the end of the reporting period by directors to ensure it is not in excess of the recoverable amount from these assets. The recoverable amount is assessed on the basis of the expected net cash flows that will be received from the assets’ employment and subsequent disposal. The expected net cash flows have been discounted to their present values in determining recoverable amounts.

An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount.

NOTES TO THE FINANCIAL STATEMENTS FOR THE Y E A R ENDED 30 JUNE 20 16

Increases in the carrying amount arising on revaluation of assets are credited to a revaluation reserve and recognised in other comprehensive income. Decreases that offset previous increases of the same asset are charged against fair value reserves and recognised in other comprehensive income. All other decreases are charged to the profit or loss.

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at the end of the reporting period.

Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains and losses are included in the profit or loss. When re-valued assets are sold, amounts included in the revaluation reserve relating to that asset are transferred to retained earnings.

Depreciation The depreciable amount of all fixed assets and capitalised leased assets, is depreciated on a straight line basis over the asset’s useful life to the Company commencing from

the time the asset is held ready for use. Leasehold improvements are depreciated over the shorter of either the unexpired period of the lease or the estimated useful lives of the improvements.

The depreciation rates used for each class of depreciable assets are:

Class of fixed asset Depreciation rate Furniture, fixtures and fittings 10% – 20% Office equipment 10% – 33% Program database 20% Fit out 10%

(c) Leases

Leases of fixed assets where substantially all the risks and benefits incidental to the ownership of the asset, but not the legal ownership, are transferred to the Company are classified as finance leases.

Finance leases are capitalised by recording an asset and a liability at the lower of the amounts equal to the fair value of the leased property or the present value of the minimum lease payments, including any guaranteed residual values. Lease payments are allocated between the reduction of the lease liability and the lease interest expense for the period.

Leased assets are depreciated on a diminishing value basis over the shorter of their estimated useful lives or the lease term.

Lease payments for operating leases, where substantially all the risks and benefits remain with the lessor, are charged as expenses in the periods in which they are incurred.

Lease incentives under operating leases are recognised as a liability and amortised on a straight line basis over the life of the lease term.

48 49



(d) Financial instruments

Recognition

Financial instruments are initially measured at cost on trade date, which includes transaction costs, when the related contractual rights or obligations exist. Subsequent to initial recognition these instruments are measured as set out below.

Financial assets at fair value through profit or loss

Financial assets are classified at ‘fair value through profit or loss’ when they are either held for trading for the purpose of short term profit taking, or when they are designated as such by management and within the requirements of AASB 139 Financial Instruments: Recognition and Measurement. Derivatives are also categorised as held for trading unless they are designated as hedges. Realised and unrealised gains and losses arising from changes in the fair value of these assets are included in the profit or loss in the period in which they arise.

Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market and are subsequently measured at amortised cost using the effective interest rate method.

Held to maturity investments

Held to maturity investments are non-derivative financial assets that have fixed maturities and fixed or determinable payments, and it is the Company’s intention to hold these investments to maturity. They are subsequently measured at amortised cost.

Available for sale financial assets

Available for sale financial assets are non-derivative financial assets that are either not suitable to be classified into other categories of financial assets due to their nature, or they are designated as such by management. They are reflected at fair value. Unrealised gains and losses arising from changes in fair value are recognised in other comprehensive income and accumulated in the investment revaluation reserve.

Financial liabilities

Non-derivative financial liabilities are subsequently measured at amortised cost, comprising original debt less principal payments and amortisation.

Fair value Fair value is determined based on current bid prices for all quoted investments. Valuation techniques are applied to determine the fair value for all unlisted securities,

including recent arm’s length transactions, reference to similar instruments and option pricing models.


Impairment At the end of each reporting period, the Company assesses whether there is objective evidence that a financial asset has been impaired through the occurrence of a loss event.

In the case of available for sale financial instruments, a significant or prolonged decline in the value of the instrument is considered to indicate that an impairment has arisen. Impairment losses are recognised in the profit or loss.

(e) Impairment of non-financial assets

At the end of each reporting year, the Company reviews the carrying values of its tangible and intangible assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset’s fair value less costs to sell and value in use, is compared to the asset’s carrying value. Any excess of the asset’s carrying value over its recoverable amount is expensed to the statement of comprehensive income.

Where it is not possible to estimate the recoverable amount of an individual asset, the Company estimates the recoverable amount of the cash generating unit to which the asset belongs.

(f) Employee benefits

Provision is made for the Company’s liability for employee benefits arising from services rendered by employees to the end of the reporting period. Employee benefits that are expected to be wholly settled within one year have been measured at the amounts expected to be paid when the liability is settled.

Employee benefits payable later than one year have been measured at the present value of the estimated future cash outflows to be made for those benefits. In calculating the present value of future cash flows in respect of long service leave, the probability of long service leave being taken is based upon historical data.

Contributions are made to employee superannuation funds and are charged as expenses when incurred. Superannuation contributions totalling $169,303 were made during the financial year (2015: $162,206).

(g) Provisions

Provisions are recognised when the Company has a legal or constructive obligation, as a result of past events, for which it is probable that an outflow of economic benefits will result and that outflow can be reliably measured.

(h) Cash and cash equivalents

Cash and cash equivalents include cash on hand, deposits held at call with banks, other short term highly liquid investments with original maturities of three months or less which are convertible to a known amount of cash and subject to an insignificant risk of change in value, and bank overdrafts. Bank overdrafts are shown within short term borrowings in current liabilities on the statement of financial position.

50 51



(i) Revenue

Revenue from the rendering of a service is recognised upon the delivery of the service to the customers.

Revenue from the sale of goods is recognised at the point of delivery.

Interest revenue is recognised on a proportional basis taking into account the interest rates applicable to the financial assets. Where interest is earned on grant funds and must be used for the purposes set out in the relevant grant agreement, then the interest is recognised as unexpended funds until such time as the grant conditions have been met.

Grant revenue is recognised in the statement of comprehensive income when the entity obtains control of the grant and it is probable that the economic benefits gained from the grant will flow to the entity and the amount of the grant can be measured reliably.

If conditions are attached to the grant which must be satisfied before the entity is eligible to receive the contribution, the recognition of the grant as revenue is deferred until those conditions are satisfied.

When grant revenue is received whereby the entity incurs an obligation to deliver economic value back to the contributor, this is considered a reciprocal transaction and the grant revenue is recognised in the statement of financial position as a liability until the service has been delivered, otherwise the grant is recognised as income on receipt.

All revenue is stated net of the amount of goods and services tax (GST).

(j) Goods and services tax (GST)

Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Taxation Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the statement of financial position are shown inclusive of GST.

Cash flows are presented in the statement of cash flows on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.

(k) Comparative figures

When required by Accounting Standards, comparative figures have been adjusted to conform to changes in presentation for the current financial year.

Critical accounting estimates and judgments The directors evaluate estimates and judgments incorporated into the financial statements based on historical knowledge and best available current information. Estimates assume a reasonable expectation of future events and are based on current trends and economic data, obtained both externally and within the Company.

The directors do not believe that there were any key estimates or key judgments used in the development of the financial statements that give rise to a significant risk of material adjustment in the future.


2 Cash and Cash Equivalents2016

$2015

$

Cash on hand 310 500Cash at bank 3,330,007 3,680,437

3,330,317 3,680,937

3 Other Assets2016

$2015

$

Prepayments 20,063 21,181Accrued interest 2,279 2,023Sundry receivables 141,143 164,791Provision for doubtful debts (53,667) (53,667)

109,818 134,328

4 Other Financial Assets2016

$2015

$Held-to-maturity financial assets 1,635,647 1,528,186

Held to maturity investments are term deposits with original terms of between 1 month and 12 months. Interest rates at year end vary from 1.9% to 2.6%. The balance at year end includes a term deposit that matures every 30 days, of which the amount invested may vary depending on future operational requirements. The intention of the Company is to hold this amount for a long term.

5352



5 Property, Plant and Equipment2016

$2015

$

Furniture, fixtures and fittings – at cost 5,415 5,415

Accumulated depreciation (2,900) (2,343)

2,515 3,072

Office equipment – at cost 95,036 170,590


40,103 66,892

Program database - at cost 78,693 78,693


47,173 62,954

Fit-out at cost 14,870 468,633

Accumulated depreciation – (297,971)

14,870 170,662

104,661 303,580


Movements in Carrying Amounts Movement in the carrying amounts for each class of property, plant and equipment between the beginning and the end of the current financial year:

Furniture, Fixtures and

Fittings$

Office Equipment

$

Program Database

$Fit-out

$Total

$

Balance at the beginning of year 3,072 66,892 62,954 170,662 303,580

Additions – 31,697 – 14,870 46,567

Depreciation expense (557) (58,486) (15,781) (170,662) (245,486)

Balance at 30 June 2016 2,515 40,103 47,173 14,870 104,661

2016$

2015$

6 Trade and Other PayablesTrade payables 115,603 321,635

Sundry payables and accrued expenses 136,390 299,720

251,993 621,355

5554



7 Unexpended Funds2016 $ 2015 $

Government funding:PM&C (Core incl DSS and FaHCSIA) 3,503,008 3,324,432DSS (Royal Commission) – 92,940NT (Childrens and PM&C Darwin) – 292,238Medical Local 358,382 516,386NSW Government 227,513 100,000QLD Government (10,393) –

Interest 526,783 469,761

4,605,293 4,795,757As at 30 June 2016, the company was committed to making payments of $2,862,518 (2015: $1,601,469) relating to a number of programs as part of its principal activities.

8 Employee Benefits2016 $ 2015 $

CURRENTProvision for annual leave 96,660 115,228NON-CURRENTProvision for long service leave 68,645 46,936

9 Leasing Commitments2016 $ 2015 $

Operating Lease commitments: Payable minimum lease payments:– no later than 1 year 134,107 –– between 1 year and 5 years 233,468 –

367,575 – The operating leases relate to the Company’s office premises. The total lease payments made during the year were $279,646 (2015: $266,709). The Company moved premises during the year. The new lease is for a period of three years from 1 March 2016 with an option for a further three years.


10 Financial Risk Management The Company’s financial instruments consist mainly of deposits with banks, short term investments, and accounts receivable and payable.

The accounting policies and terms and conditions of each class of financial asset and financial liability at the end of the reporting period are consistent with those regularly adopted by businesses in Australia.

The Company is not subject to any significant credit, liquidity or interest rate risk, although it is recognised that a 1% movement in interest rates would have an annual impact of approximately $49,659 on the profit and loss based on the bank and investment balances held at 30 June 2016 (2015: $52,091).

The totals for each category of financial instruments, measured in accordance with AASB 139 as detailed in the accounting policies to these financial statements, are as follows:

2016$

2015$

Financial Assets

Cash and cash equivalents 2 3,330,317 3,680,937

Loans and receivables 3 89,755 113,147

Held-to-maturity investments 4 1,635,647 1,528,186

Total financial assets 5,055,719 5,322,270

Financial Liabilities

Financial liabilities at amortised cost:

ȃ Trade and other payables 6 251,993 621,355

ȃ Unexpended funds 7 4,605,293 4,795,757

Total financial liabilities 4,857,286 5,417,112

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Net fair values

Financial assets and financial liabilities are carried at their net fair value at the end of the reporting period. The carrying values of financial assets and financial liabilities approximate their net fair values due to their short term maturity or market interest rate.

No financial assets or financial liabilities are traded on organised markets in standardised form.

11 Members’ Guarantee The Company is incorporated under the Corporations Act 2001 and is a Company limited by guarantee. If the Company is wound up, the constitution states that each member is required to contribute a maximum of $ 50 each towards meeting any outstandings and obligations of the Company. At 30 June 2016 the number of members was 7 (2015: 7).

12 Related Party Transactions Key management personnel is defined by AASB 124 “Related Party Disclosures” as those persons having authority and responsibility for planning, directing and controlling the activities of the entity, directly or indirectly, including any director of the entity.

The aggregate remuneration paid to key management personnel during the year is as follows:

2016 $ 2015 $

Total key management personnel compensation

409,332

324,331

In addition to the above compensation, the Company has paid insurance premiums of $3,600 (2015: $5,670) for Association Liability insurance which incorporates directors’ and officers’ liability insurance. Other Related Parties

The following transactions with director related entities took place during the year:

2016 $ 2015 $

Funding provided to Gallang Place as auspice for Healing Waters 163,900 55,000

Funding provided to Winangali Marumali Pty Ltd 33,550 33,550


13 Contingent Liabilities and Contingent Assets In the opinion of the Directors, the Company did not have any contingencies at 30 June 2016 (30 June 2015: None).

14 Events After the End of the Reporting Period The financial statements were authorised by the Directors on the date of signing the attached directors’ declaration.

The Directors have the right to amend the financial statements after they are issued.

No matters or circumstances have arisen since the end of the financial year which significantly affected or may significantly affect the operations of the Company, the results of those operations or the state of affairs of the Company in future financial years.

15 Economic dependence The Company is dependent on the Department of Prime Minister and Cabinet for the majority of its revenue used to operate the Company.

16 Company details The registered office and principal place of business of the Company is:

Aboriginal and Torres Strait Islander Healing Foundation Ltd

Level 2

Unit 11

11 National Circuit

BARTON ACT 2600

58 59


DIREC TORS’ DECL AR ATION

The directors of the Company declare that:

1. The financial statements and notes are in accordance with the Australian Charities and Not-for-Profits Commission Act 2012 and:

a. comply with Accounting Standards Reduced Disclosure Requirements and other mandatory professional reporting requirements; and

b. give a true and fair view of the financial position as at 30 June 2016 and of the performance for the year ended on that date of the Company.

2. In the directors’ opinion, there are reasonable grounds to believe that the Company will be able to pay its debts as and when they become due and payable.

This declaration is made in accordance with a resolution of the Board of Directors.

Professor Steve Larkin

Dated 08 / 09 / 2016

INDEPENDENT AUDITOR’S REPORT

INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF ABORIGINAL AND TORRES STRAIT ISLANDER HEALING FOUNDATION LIMITED

We have audited the accompanying financial statements of Aboriginal and Torres Strait Islander Healing Foundation Limited (the Company), which comprise the Statement of Financial Position as at 30 June 2016, and the Statement of Comprehensive Income, Statement of Changes in Equity and Statement of Cash Flows for the year ended on that date, a summary of significant accounting policies, other explanatory notes and the directors’ declaration. Directors’ Responsibility for the Financial Statements The directors of the Company are responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards – Reduced Disclosure Requirements and the Australian Charities and Not-for-Profits Commission Act 2012, and for such internal control as the directors determine is necessary to enable the preparation of the financial statements that are free from material misstatement, whether due to fraud or error. Auditor’s Responsibility Our responsibility is to express an opinion on the financial statements based on our audit. We conducted our audit in accordance with Australian Auditing Standards. These Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the directors, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

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INDEPENDENT AUDITOR’S REPORT continued

Independence In conducting our audit, we have complied with the independence requirements of the Corporations Act 2001.

Auditor’s opinion

In our opinion:

a) the financial statements of Aboriginal and Torres Strait Islander Healing Foundation Limited are prepared in accordance with Division 60 of the Australian Charities and Not-for-Profits Commission Act 2012, including:

i) giving a true and fair view of the Company’s financial position as at 30 June 2016 and of its performance for the year ended on that date;

ii) complying with Australian Accounting Standards – Reduced Disclosure Requirements and the Australian Charities and Not-for-Profits Commission Regulation 2013:

b) we have been given all information, explanation and assistance necessary for the conduct of the audit; c) the registered entity has kept financial records sufficient to enable a financial report to be prepared and audited; andd) the registered entity has kept other records as required by the Act.

Duesburys Nexia G J MurphyCanberra, 8 September 2016 Partner

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